Doctrine

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FA43 HR Qualification Course Adjutant General
School
Doctrine Overview

LTC Larry Wark Chief, FA43 Proponency Chief,
Concepts and Doctrine Division U. S. Army Soldier
Support Institute/ AG School
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AGENDA

• FM 1, The Army
• FM 3-0, Operations
• FM 6-0, Mission Command Command and Control of
  Army Forces
• FM 1-0, Human Resources Doctrine

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FM 1 THE ARMY
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DOCTRINEDEFINITION
Doctrine is the concise expression of how Army
forces contribute to unified action in campaigns,
major operations, battles and engagements. It
is a guide to action, not hard and fast rules.
Doctrine provides a common frame of
reference Across the Army. It helps standardize
operations, facilitating Readiness by
establishing common ways of accomplishing Military
tasks. FM 1, The Army
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ARMY VALUES

• Loyalty
• Duty
• Respect
• Selfless Service
• Honor
• Integrity
• Personal Courage

BASIC BUILDING BLOCK OF A SOLDIERS CHARACTER
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SOLDIERS CREED

• I am an American Soldier
• I am a warrior and a member of a team
• I serve the people of the United States
• and live the Army Values
• I will always place the mission first
• I will never accept defeat
• I will never quit
• I will never leave a fallen comrade
• I am disciplined, physically and mentally tough,
  trained and proficient in my warrior tasks and
  drills, always maintain my arms, my equipment and
  myself
• I am an expert and I am a professional
• I stand ready to deploy, engage, and destroy the
  enemies of the United States of America in close
  combat
• I am a guardian of freedom and the American way
  of life
• I am an American Soldier

Spirit of being a Soldier- Dedication
Soldiers feel to something bigger than themselves
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ARMY CAMPAIGN PLANTRANSFORMATION

• Support global operations
• Adapt and improve total Army capabilities
• Optimize Reserve Component contributions
• Sustain the right all-volunteer force
• Adjust the global footprint
• Build the future force
• Adapt the institutional Army
• Develop a joint, interdependent logistics
  structure

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FM 3-0 OPERATIONS (INITIAL DRAFT)

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LEVELS OF WAR
ENDS
POTUS SECDEF CJCS COCOMs
OSD/J-1 COCOM J-1 ARMY G-1 HRC
National Policy
STRATEGIC LEVEL
Theater Strategy
WAYS
C/JTF J-1 ARMY/ASCC G-1 HRSC, ESC HR OPs MMT, TG
R5 CORPS G-1
JTF CDRs SCCs CORPS
Campaigns
OPERATIONAL LEVEL
Major Operations
MEANS
DIVISIONs BRIGADE/BCTs BATTALIONs SMALL UNITs
Battles
DIV G-1 SUST BDE HR OPs BDE/BCT S-1 BN S-1
TACTICAL LEVEL
Engagements
Small unit actions
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FULL SPECTRUM OPERATIONS
OFFENSIVE OPNs Attack and Destroy Enemy Forces
FRIENDLY FORCES
ENEMY FORCES
DEFENSIVE OPNs Defeat Enemy Attacks
ENEMY FORCES
FRIENDLY FORCES
STABILITY OR CIVIL SUPPORT OPNs Provide
Security, Control and Essential Services to an
Affected Population, Directly or w/Civil
Authorities
POPULATION AND CIVIL AUTHORITY
FRIENDLY FORCES
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WARFIGHTING FUNCTIONS

• Warfighting Function Group of tasks and systems
  (people, organizations, information, processes)
  united by a common purpose that Commanders use to
  accomplish missions and training objectives.
• Intelligence
• Movement and Maneuver
• Fire Support
• Protection
• Command and Control
• Sustainment

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SUSTAINMENT WARFIGHTING FUNCTION

• Sustainment Warfighting Function
• Related tasks and systems that provide support
  and services to ensure freedom of action, extend
  operational reach, and prolong endurance.
  Sustainment facilitates uninterrupted operations
  through means of adequate personnel, logistic,
  other support
• Logistics
• Maintenance
• Transportation
• Supply
• Field Services
• EOD
• General Engineering
• Personnel Services
• HR
• Financial Management
• Legal Support
• Religious Support
• Band Support
• Force Health Protection

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FM 6-0 MISSION COMMAND C2 OF ARMY FORCES
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STAFF ORGANIZATION

• Considerations
• Mission
• Broad fields of interest (Functional
  responsibility)
• Regulations and laws
• Staff structure
• Personal staff group
• Coordinating staff group
• Principle staff assistants
• Answer to CoS/XO
• Plan, coordinate, advise actions in field of
  interest
• Collect information, analyze impact on the
  command
• Special staff group

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STAFF OFFICER CHARACTERISTICS

• Competence
• Initiative
• Creativity
• Flexibility
• Confidence
• Loyalty
• Team player
• Effective manager
• Effective communicator

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STAFF RESPONSIBILITIES/DUTIES

• Advising and informing the Commander
• Preparing, updating, and maintaining staff
  estimates
• Making recommendations
• Preparing plans and orders
• Assessing execution of operations
• Managing information within fields of interest
• Identifying and analyzing problems
• Performing staff coordination
• Conducting training
• Performing staff assistance visits
• Exercising staff supervision

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FM 1-0 HUMAN RESOURCES SUPPORT
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FM 1-0 COMPOSITION

• 5 Chapters
• Ch 1 HR Support
• Ch 2 HR Support in Army Transformation
• Ch 3 HR Organizations and Responsibilities
• Ch 4 Brigade/BCT S-1 Section Operations
• Ch 5 HR Support of Force Projection Operations
• 13 Appendices
• App A I Core Competencies (HR
  Planning/Operations App I)
• App J Army Bands
• App K Civilian Personnel, Contractor, NGA
  Support
• App L Retention Operations
• App M Rear Detachment Operations

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MAJOR UPDATES FROM FM 12-6

• Focus on Core Competencies as doctrinal
  principles
• Reflects transformation impacts, operational
  changes
• Reflects FDU 05-02-approved structures
• Legacy structures removed
• Detailed description of organization and
  employment
• Added chapter on S-1 Operations
• Added core competency for HR Planning and
  Operations
• Provided Appendix
• Format for Personnel Estimate
• Parallels emerging Joint Doctrine (JP 3.0, JP 1.0)

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CORE COMPETENCIES

• Personnel Readiness Management (PRM)
• Personnel Accountability and Strength Accounting
  (PASR)
• Personnel Information Management (PIM)
• Reception, Replacement, Return-to-duty, Rest and
  Recuperation, Redeployment (R5) Operations
• Casualty Operations
• Essential Personnel Services (EPS)
• Postal Operations
• Morale, Welfare, and Recreation (MWR) Operations
• Band Operations
• HR Planning and Operations

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AREAS OF EMPHASIS

• Manning the Force
• PRM
• PASR
• PIM
• R5
• Provide HR Services
• EPS
• Casualty Operations
• Provide Personnel Support
• Postal Operations
• MWR
• Band Operations

HR Planning and Operations
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PERSONNEL READINESS MANAGEMENT(PRM)

• Mission Distribute Soldiers and Army civilians
  to subordinate commands based on documented
  manpower requirements, authorizations, and
  predictive analysis in support of Commanders
  plans and priorities
• Process
• Analyze personnel strength to determine current
  combat capabilities compare strength against
  authorizations
• Project future requirements
• Assess conditions of individual readiness
• Allocation decision
• Effective PRM is an endstate of the Personnel
  Estimate
• PRM is a continuous process
• Replacement Operations (as defined in FM12-6) is
  a subset of PRM

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PERSONNEL ACCOUNTING AND STRENGTH REPORTING (PASR)

• Mission Provide personnel accountability and
  report other strength related information such as
  duty status, unit of assignment, location,
  Assignment Eligibility Availability (AEA) codes,
  and MOS, and update command data bases at all
  levels.
• PASR provides readiness managers the data
  necessary to analyze personnel strength as a
  component of combat power
• PASR requires timely, accurate and complete data
• Personnel accountability is recording BY-NAME
  data on personnel when they arrive, depart,
  change duty location, or change duty status
  (Faces)
• Strength reporting is the transformation of
  by-name data into a numerical end product
  compared to authorizations/requirements (Spaces)
• PERSTAT (or JPERSTAT) principle tool for deployed
  PASR
• DTAS principle deployed PASR system (SIPR-based)

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PERSONNEL INFORMATION MANAGEMENT (PIM)

• Mission Collect, process, store, display, and
  dessiminate critical information about Soldiers,
  DA civilians and units in a timely fashion
• Foundation for all other competencies manual and
  electronic processes
• Provides critical information to Commanders for
  decision making
• Satisfies legal obligation to retain historical
  information and supports DA-level policy and
  personnel management decisions
• Armys corporate database is ITAPDB most
  automated systems either interface with or update
  ITAPDB

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ITAPDB INTERACTIONS
BUNDLES IN 2 DIRECTIONS
TAPDB-AO
TAPDB-R
ITAPDB REFRESH DAILY
-ACTIVE OFFICERS -MOBILIZED RC OFFICERS -eMILPO,
TOPMIS UPDATE -DATA BUNDLE TO TAPDB-R ON DEMOB,
NOT TAPDB-G
-USAR ENLISTED/OFFICERS -SHARES DATA W/AO,
AE -RLAS UPDATES DB-R -ACCEPTS DATA BUNDLE AT
DEMOB -ALWAYS DB OF RECORD FOR USAR IN ITAPDB
-DATA WAREHOUSE FOR ALL TAPDBs -UPDATES DATA
DAILY -USED BY LDRSHP TOTAL COP -ONLY HOLDS 1
RECORD/SSN -BY POLICY, USES TAPDB-G, R FOR RC
SOLDIERS EVEN WHEN MOBILIZED
TAPDB-AE
TAPDB-G
-ACTIVE ENLISTED -MOBILIZED RC ENLISTED -eMILPO,
EDAS UPDATE -DATA BUNDLE TO TAPDB-R ON DEMOB, NOT
TAPDB-G
-ARNG OFFICER/ENLISTED -SIDPERS 2.75/RCAS
FEEDS -SERVER/STATE OR TER -FEEDS SERVER _at_
NGB -WILL NOT ACCEPT (POLICY) DATA BUNDLE FROM
AC _at_ DEMOB
BUNDLES FROM NG TO AC ONLY
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R5 OPERATIONS

• The mission of R5 Operations is to manage or
  administer the HR support activities of tracking
  and coordinating the movement of Soldiers into,
  through, or out of a theater during reception,
  replacement, RTD, RR, and redeployment
  operations.
• Principle activities include
• Personnel accountability of transiting
  Soldiers/units
• Planning, coordinating and executing R5
  activities and centers to process transiting
  Soldiers from APOD/APOE to final destination and
  coordinate critical life support while in transit
• R5 operations is an important element of the
  RSOI process
• Must be wary of mission creep HR tasks only
• Personnel accountability is the reason these
  structures were developed initial step to an
  accurate deployed theater database

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CASUALTY OPERATIONS

• The mission of Casualty Operations management is
  to record, report, verify and process casualty
  information from unit-level to DA, notify
  appropriate individuals, and provide casualty
  assistance to next of kin.
• One of two core competencies which must always be
  right
• Casualty Reporting means of providing casualty
  information to commanders and NOK. DA Form 1156
  and DCIPS-FWD are primary tools
• Casualty Notification process of notifying NOK
  of Soldier and DA civilian who have been reported
  as a casualty
• Casualty Assistance process of aiding the PNOK
  and other persons designated to receive benefits
  of deceased personnel.
• Casualty Liaison Team (CLT) HR personnel
  attached to MTFs and MA Companies who obtain,
  verify, update, dessiminate casualty reports

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ESSENTIAL PERSONNEL SERVICES (EPS)

• Mission Provide timely and accurate personnel
  services that efficiently update Soldier status,
  readiness and quality of life and allows Army
  leadership to effectively manage the force
• Awards and decorations, evaluations, promotions,
  transfers and discharges, ID cards, leaves and
  passes, LOD, MMRB
• Processes vary by component
• S1s must understand manual process for each
  component or a POC if all else fails
• MILPAY may become an element of EPS as an
  integrated PERPAY system is fielded (DIMHRS)
• EPS flows through manual transactions and data
  transfer in various HR systems

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POSTAL OPERATIONS

• The mission of the military postal system is to
  operate as an extension of the USPS consistent
  with public law and federal regulations beyond
  the boundaries of US sovereignty to provide
  postal services for all DoD personnel where there
  is no USPS available.
• Adherence with published regulation is critical.
• Postal structure is only intended for
  deployed/contingency operations.
• Bn/Bde/BCT S-1s are a critical part of this
  process
• Initial postal operations must be established as
  early as possible during contingency operations
  IAW Commander priorities
• Mail Morale, can become a major Command
  headache

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HR PLANNING AND OPERATIONS (HRPO)

• HRPO is the means by which the HR provider
  envisions a desired HR endstate in support of the
  operational commanders mission requirements
  lays out the effective ways of achieving it and
  communicates to subordinate HR providers and HR
  unit leaders the intent, expected requirements,
  and outcomes to be achieved to provide the
  support in the form of an OPLAN, OPORD or Annex
  (Planning) and the process of tracking current
  and near-term (future) execution of the planned
  HR support to ensure effective support through
  the following process (Operations)
• Assessing the current situation and forecasting
  HR requirements based on the progress of the
  operation
• Making execution and adjustment decisions to
  exploit opportunities or unforecasted
  requirements
• Directing actions to apply HR resources and
  support at decisive points and time
• HR inputs to MDMP key elements

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HR PLANNING AND OPERATIONS (HRPO) (CONTINUED)

• Tools
• Personnel Estimate
• Planning Factors (ROA, Consumption, Historical
  Data)
• Casualty Estimation
• Doctrinal FMs/FMIs
• The AGS is adding rigor to the training of this
  core competency. It is critical to synchronizing
  the HR support envisioned with PSDR
  Transformation with decentralized operations
  below Division and centralized theater
  operations.

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HR DOCTRINE WAY AHEAD

• Publish FM 1-0 July 2006
• Publish supporting FMIs
• Complete Nov 2006
• Theater HR Operations
• S1 Section Operations
• Stay connected with JP 1-0 and an integral player
  in the development of FM 4-0, Sustainment